ࡱ>  bjbjVV 0<<\\8oEK(s4AECECECECECECEPLNjCE$$$CEXE///$"AE/$AE//*B9DF'C-EnE0E'C\Q.\Q,9D\Q9D/ CECEM/vE$$$$\Q\ e: Composing Letters, Memoranda, and Email Email, memoranda, and letters remain the most frequently-written business documents. To help you prepare these, , you will find it helpful to employ a common design strategy that will save you time and grief. Because these documents have become so universal, writers often forget to plan and then write carefully. Because business documents exist forever, you do not want to produce any document that would later prove embarrassing. Memoranda Because word processing makes development of memos relatively easy, most organizations generate too many memos, and many employees tend to ignore them or not read them carefully. In addition, employees often write memos without using the composing process--thinking in terms of the reader(s) perspective and choosing, organizing, and writing ideas with the reader(s) in mind. Letters Letters and memoranda follow similar development strategies. However, letters differ from memoranda in that letters are usually written to individuals outside the writers organization. Memos serve as interorganizational communications only. Memos are not accepted channels for official business with other companies and clients. Email Appropriate email etiquette for continues to evolve, but email is an effective way to communicate information that can be textualized concisely. Email should be readable. Most of us receive too much email! If you want your email read, then be sure that your main purpose is clear, up front, and easy to see. Compare the emails that follow: Which one would you rather read? Why? Version 1 Dear Colleagues, As a follow-up to the announcement of the 5th Annual TAMU Assessment Conference being held on February 8th, 2005, the Office of Institutional Assessment and Diversity, will be offering scholarships to cover the cost of three registrations from each Academic College and Administrative Division. We would like to request that one of the college representatives be from the newly created College-level QEPC memberships. The Assessment Conference will be held on Tuesday February 8, 2005 beginning at 8:45 a.m. in 201 of the Memorial Student Center. For planning and logistics purposes, please send your nominations of the three faculty or staff members from your unit to Dr. Mark Troy via e-mail at metory@tamu.edu by Tuesday January 25, 2005. This year's Assessment Conference Theme is "Assessing Research and Learning: What's in it for me?" The conference will help faculty and staff gain a better understanding of how assessment can assist them in their research and in program review. Two "conference tracks" have been designed to better meet faculty and staff's needs. Dr. Arthur B. Ellis, Director of the Division of Chemistry with the National Science Foundation, will lead Track 1, Assessment of Funded Research. Additionally, Dr. Peggy L. Maki, noted Higher Education Assessment Consultant, will be leading Track Two: Assessment of Programs and Courses. Additionally, this conference will help Quality Enhancement Plan Principle Investigators (QEP PIs) develop skills in leading Evidence Based Decision Making processes in their own operational units. Whether faculty and staff are interested in assessing research processes under the guidelines of a grant agency or looking to improve a course, an academic unit, or an administrative program, the Presentations of the 5th Annual Assessment Conference will offer your staff a wealth of knowledge about evidence based decision making and assessment. I encourage you to take advantage of this opportunity to send three of your faculty and staff to this valuable professional development experience for free. In addition, I encourage you to identify others who would benefit from this day long- workshop. Should you or any of your staff need further information of for registration information, they may go to the Conference website at: http://www.tamu.edu/ode/assessment/. I am attaching 4 copies of the flyer for advertisements in your offices. If you are in need of more copies or have any other questions, please e-mail Dr. Mark Troy with your request. Version 2 Dear Colleagues, Annual Assessment Conference Scheduled For Feb. 8 The conference theme, "What's in it for me?" speaks directly to the benefits of making assessment a fixture of Texas A&M's environment. PROGRAM The two conference tracks focus on assessing funded research and assessing student learning in courses and programs. This year's speakers are Arthur B. Ellis of the National Science Foundation, and Peggy L. Maki, a higher education consultant. WHEN, WHERE. COST The all-day conference will be held at the MSC, room 201. Registration is $50 until Jan. 31st and $60 thereafter. This fee includes admission to workshops, lunch, parking, and conference materials. REGISTER and PAY ONLINE Registration and payment may be made online. More information can be found by visiting http://www.tamu.edu/ode/assessment, by calling Mark Troy at (979) 845-0532, or sending him an e-mail at  HYPERLINK "mailto:metroy@tamu.edu" metroy@tamu.edu. General Preparation Guidelines Memos--Hard Copy or Email Letters Because readers tend to ignore memos or read Make your main purpose for writing evident them quickly, be sure you place the crucial in the first paragraph. information first. Prepare readers for the main information by using a clearly worded subject line. Use formatting techniques to help readers move Try to keep your letter to one or two pages. rapidly through your message. Format should Many organizations restrict the length of reveal organization and content. letters because of the readability factor. Always be concise. Keep sentences and If your letter is more than one page, paragraphs short. Readers should have to consider using headings to guide your read your memo only once to grasp your meaning. reader through it. Guidelines for Ensuring Quality Watch how you sound when you choose words and structure sentences. Print out memos and letters and reread them carefully before you send them. Plan your email message with even greater care: once you sent it, you cannot change what you have said. Keep the seven Cs in mind as you develop memos, letters, and email: Be complete, concrete, correct, concise, clear, considerate, and courteous,. In short, be attentive to how what you say can be perceived by your reader. Rephrase anything than you think might be construed in ways you do not intend. Be aware of how your message looks. A letter or memo that is poorly typed or incorrectly formatted makes an unfavorable statement about the writer and the organization. Because email messages may be printed and copies made and distributed, design those with equal care. Watch for spelling errors, errors in sentence structure and standard English usage. Consider printing copies of email BEFORE you send them. Editing printed material often reveals errors you may have missed as you compose at your computer terminal. Use the following general structure for memos, letters, and email messages: Paragraph 1 -- states the purpose of the message or the main information the reader needs Middle Paragraphs-- provide support for or development of the main topic stated in the first paragraph. Limit each paragraph to one idea. Final Paragraph -- tells the reader what to do or what position to take. The final paragraph also provides appropriate ending comments. _____________________________________________________________________________________ Appropriate Tone in Memos, Letters, and Email In addition to composing are well organized and visually pleasing messages, please use appropriate tone. What you write always carries with it a sound, an attitude toward the reader and the subject. As they absorb your message, readers often vocalize your sentences and phrases. In anything you write, its important to anticipate the tone that your reader will attach to what you say. Your purpose is to achieve a respectful, positive tone and avoid words and phrases that sound rude, sarcastic, or peevish. Remember: you want to be clear, but you also want to remain a favorable relationship with your reader. Phrases to Avoid Avoid phrases that suggest that the reader is careless or unintelligent: You neglected to . . . You failed to . . . We fail to understand how . . . Also avoid phrases that imply that the reader is lying: You claim/state that . . . Avoid writing that your reader can construe as flattery. Many people are sensitive to insincerity and to any attempt to force them to respond in a certain way: It is indeed a profound privilege for us to work with you on this project. We look forward to the opportunity to submit our full proposal. Your firm is known for its commitment to excellence and value, which we are confident we offer. Writing That Sounds Stilted Attempting to sound objective can often produce is cold and unnecessarily impersonal writing: The changes agreed upon per our conversation are here included. Your immediate reply will be greatly appreciated. Instead, write with a conversational tone that suggests you value your reader as a person: The changes included here were the ones we discussed during our phone conversations. Your replying to us by the end of the week will help us make our decision quickly. Writing That Sounds Tactless Many times, in an effort to be clear, writers can demean readers: If your employees had read the procedures before installing the pump, they would have seen that the installation process requires that the sealant be allowed to set for one hour before beginning Part 2 of the installation. Not following this procedure causes the diagnostic to shut down because the sealant has not dried sufficiently to absorb the test stress. To avoid future installation problems, please see that your employees read the procedures and read them thoroughly. Thinking about the sound writing can convey can help you present the same idea a less caustic way: Please note in the procedure manual that the second half of the installation process cannot begin until the sealant has set for one hour. This amount of time is necessary for the sealant to dry sufficiently to absorb the test stress. Beginning Part 2 of the installation process before the sealant has dried will cause the diagnostic to shut down. Guidelines for Dealing with Tone As a writer, you cannot anticipate every nuance of meaning that your message will have for your reader. But you can be clear and maintain good will with your reader if ou keep the following guidelines in mind as your compose any memo, letter, or email: Allow more time for designing messages that arise from sensitive issues and that may be subject to misreading. Try to avoid sending bad news by email. Anticipate the effects of messages that will convey negative or unwelcome news. These can be misinterpreted by readers, who can also misjudge your attitude toward them and the information you are transmitting. People often take bad news more personally than the business situation warrants. Always analyze your reader as carefully as possible, particularly the readers frame of reference and attitude toward both you and the subject. Always be courteous. Read aloud what you have written. When you hear what you have written, you can often detect words and phrases that dont convey the attitude you intend. For any difficult message, write the message, print it, and then let it to cool for a while. Then, read the message to check for clarity and good will. Planning and Writing Common Types of Memos and Letters The following examples introduce situations in which writers need to respond by memo or letter. In each example, examine the situation requiring the communication and the response. The Information Memo Situation 1. B.J. Allen, an Administrative Assistant, needs to write a memo to approximately two dozen people announcing a meeting. Since the meeting will deal with budget cuts, B.J. decides to se announce the meeting and include documents that those attending will need to have read by the meeting. The memo explains the reason for the meetings, the documents attached, and the proposed agenda. As B.J. explains, everyone should bring the memo and the attached documents to the meeting. Response to Situation 1: This response exemplifies a well-designed memo. Note the clearly-phrased subject line, the action required statement in boldface type, and the placement of the main information--the meeting and required attendance-in the opening sentence. The meeting agenda appears as a list,, and employees are told exactly what they should do with attached materials. The memo is concise; all information, visually accessible. HCI Inc. Memoranda TO: Operations Support Staff DATE: February 24, 1997 FROM: B.J. Allen (ext. 4901) EMAIL: bca@rosco.hci.com SUBJECT: Agenda for March 10 Meeting on Proposed Budget cuts REF: Vice President of Finance--memo of 10/31/96 ACTION REQUIRED: Prepare new Cost Figures for Your Projects by March 10 All project teams will be required to attend the March 10 meeting to decide how to cut the third and fourth quarter budgets. Please refer to the VP--Finance memo of October 31, 1996, for guidelines on cuts. Time and Location: 8:30 A.M., Third Floor Conference Room Please have four copies of your budget prepared. Aim for the 15% cut suggested by the 10/31 memo. Meeting Agenda 1. Budget presentations and discussion 2. Proposed bid development on the North Shore Power Project (Attachment 1) 3. Revision of Procedures to Meet OSHA guidelines on oxygen tanks (Attachment 2) 4. Cost overrun problem with maintenance contractors on North Shore Project (Attachment 3). Please review all attached documents and be prepared to discuss viable solutions. The meeting will probably last until noon. Please reschedule any meetings that will conflict. If you have other commitments, please let me know immediately by phone or email encls. (3) pc: File AC--21 M.L. Sellling ___________________________________________________________________________________ The Instructional Memo Situation 2. Ebex Seismic, Inc. has recently established an arrangement with a rental car service through which Ebex employees may request automobiles for use on company business. Erica Brown has been assigned the responsibility of informing all employees of the procedures for requesting a vehicle for business use. The instructions memo is one of the most common documents written in the business or technical organization. Response to Situation 2. . The instructional memo is usually read quickly and for reference only. To be sure instructional memos are read and read correctly, use document design to place information carefully. The following instructional memo, if it is successful, will enable employees to request an automobile for use on company business with few problems. (S Inc. ------------------------------------------------------------- Ebex Seismic, Inc. For Internal Use Only TO: All Employees DATE: April 19, 1997 FROM: Erica Brian SUBJECT: Procedures for Requesting Company Automobiles for Business Use Effective Date: 6-1-97 Rather than purchase and maintain vehicles for employees use on company business, Ebex has reached agreement with Lindsay, Ltd. for leasing automobiles needed for extended company business. Any Ebex employee who has work-related overnight travel can request a vehicle directly from Lindsay. The procedures are as follows: 1. Make several copies of the yellow requisition form (Attachment 1). Keep these in your files. 2. At least four days before departure, complete the form. Fax two copies, one to Lindsay and one to the Fiscal Office: 713 549-0231 (Lindsay) ATTN: Commercial Leasing--Vortex Account. 281 792-6455 (Ebex) ATTN: Fiscal Office--Vehicle Leasing Program NOTE: Requests submitted less than four days before a vehicle is needed will not be approved. Employees needing vehicles on short notice will need to use their own vehicles and keep the required mileage records (Attachment 2) You will receive an approval form by fax within two days of your request. 3. Pick up your vehicle at the Lindsay Rental Lot, #4, 8001 Sumpter Street. Lot #4 has an attendant on duty from 6:00 A.M. until 7:00 P.M. M-F. If you must leave or return before 6:00 A.M. or after 7:00, please request the vehicle one day earlier and note that you will return it one day following your return trip. 4. Show the lot attendant your fax approval. Sign the release form. Keep it in the glove compartment of the car at all times. If you have questions, contact Fiscal at ext 3671 or 3677. encls: two attachments pc: File 21.19A ___________________________________________________________________________________ Letter Requesting Information Situation 3. Alicia Forsythe serves as local arrangement chairperson for ASEEs regional meeting. One of her first responsibilities is to locate a hotel in which the regional meeting can be held. She decides to send a letter to seven hotels near the sports arena, so that conferees can enjoy sports events during the evenings of the three-day conference. Alicia writes the same letter to all seven hotels requesting information about their facilities. Response to Situation 3: When Alicia writes to each of the seven hotels, she has a number of questions she needs answered: if the hotel can host a convention of 500 people on the dates specified, if the hotel has the number of meeting rooms necessary and the necessary audio-visual equipment. Alicie needs each hotel to respond by a specific deadline, and she wants to be sure that every hotel supplies the information she requests. That way, she can compare costs and services of hotels that are interested in hosting the convention. _____________________________________________________________________________________ Caufman University 200 Rosser Hall Department of Civil Engineering Glendale, KS xxxxx (date) (name of convention manager) (name of hotel) (mailing address) (city, state, zip) Dear ( ): The South Central Chapter of the American Society of Engineering Education will be having its annual meeting in Kansas City, March 22-26, 1998. With the convention 15 months away, the local arrangements committee is seeking a hotel that will serve as convention headquarters. Our committee would like to consider your hotel as a possible site because of its location and its reputation in handling conventions. By March 1, 1997, I will need answers to the following questions, if you are interested in hosting our convention. I will contact you by phone no later than April 1, 1997, to arrangement an appointment to discuss our needs and your facilities in further detail. (addressee name) -2- (date) Number of Conferees Expected Based on registration from past conventions, we expect approximately 500 people to attend. Of that number, approximately 450 will need rooms. Of that number, approximately 250 will require double occupancy rooms. Conference Accommodations Needed We need you to provide us answers to the following questions: 1. Can your hotel accommodate 500-600 people, March 22-26, 1998? 2. Since the conference will feature three days of concurrent sessions, do you have available conference rooms in the following configurations: three rooms located in the same general area that will hold 100 people three additional rooms that will hold 50 participants, with six persons per round table. We will have three concurrent sessions at each time slot--two in the morning and two in the afternoon 3. Can your hotel provide the following audiovisual equipment for each room? screen overhead projector that can be attached to notebook computers? microphones lectern. 4. Can the seating arrangements be altered in each room between sessions? 5. Can the hotel provide refreshments during the morning break and afternoon break? Can these refreshments be made available at a location that is convenient to the meeting rooms? Response Deadline I will need a written response to each question by March 1, 1997. Also, please include in your reply a price list and menu for refreshments available for conferences. If you have any questions, please contact me at xxx-xxxxx Monday-Friday. If I am away from my desk, just leave a message on my voice mail and a time when I may return your call. Sincerely, Alicia Forsythe Alicia Forsythe ASEE Convention Arrangements Chair The Unfavorable News Letter Situation 4. Michele Harmon, an experienced safety engineer, was interviewed by a company for two days. Ms. Harmon was an outstanding candidate. However, after two other candidates were interviewed, the interview team recommended another candidate for the open safety engineering position. Despite Ms. Harmons qualifications, the second candidate had qualifications that more clearly matched the companys needs. Caren Lafferty, Director of Personnel, has to write Michele to explain that an offer will not be forthcoming. Response to Situation 4: Here is the letter that Caren Lafferty writes to Michele Harmon explaining that Fostec Engineering will not be making a job offer to her. In this situation, Caren may call Michele to give her the news, but she should also follow the call with a formal letter. Never use email to deliver bad news. Note that the letter gives reasons for Michele not being selected, but the news is not explained in a harsh, critical way. It is intended to announced bad news in a positive way. Because Caren was heavily involved with Michele during the application and interview process, she addresses her as Michele. Do not use first names, unless you know the person to whom you are writing. ___________________________________________________________________________________ Fostec Engineering, Inc. --------------------------------------------------------------- Established 1954 1925 Jerome Street Brooklyn, NY 11205 (date) Ms. Michele Harmon 9212 Frost Glendale, OK Dear Michele: All of us enjoyed the two days you spent with us two weeks ago. Your perception of our clients needs indicates that you have a firm understanding of the role safety engineering plays in the local contracts we win and manage. While your background would be invaluable to us, we have only one position available. For that reason, we have selected an applicant with international project experience. As we discussed, our range of clients has expanded. We now receive RFPs from countries in Europe, South America, and the Pacific Rim. Developing responses to their needs requires us to expand our team, particularly when we can do so with professionals with international experience. Thank you for considering us. Everyone was impressed with your professionalism, your analytical skills, and your excellent record as a team player. I was pleased to have the opportunity to meet you. Sincerely, Caren Lafferty Caren Lafferty Manager, Personnel The Persuasive Letter Situation 5. Kevin Richardson is the new president of one of the local sports clubs. Because of poor management over the past seven years, membership dropped. The advisory board recently hired a new management firm. The quality of service, food, maintenance, and customer service has improved dramatically, but the club still needs to regain most of the old members, in addition to new ones, to remain solvent and to be able to afford the services of the new management firm. Kevin writes a letter to all members who once were active in the club and asks them to rejoin. Response to Situation 5. When Kevin Richardson designs the letter he will send to former members of the sports club, he decides to use the simplified style. Note that in this style, the phrases Dear xxxxxx and Sincerely yours are eliminated. This style has not won great acceptance in specific letters that individuals write to other professionals. However, it is a popular style for marketing letters and for broadcast letters, which will be personalized (with mail merge) and sent to a large number of individuals. Because he does not use a letterhead, but his own stationery, Kevin places the return address before the date. In this letter, Kevin has a specific goal in mind: to get readers to rejoin the sports club and to return the application form with a check. Thus, he must show readers that the sports club is now worth their money and that management has indeed changed. ____________________________________________________________________________________ Kevin Richardson 12 Rolling Brook Drive Glendale, OH xxxxxxx (date)
, FoxFire Under New Management You will be pleased to know that Griffin Management, Inc. assumed daily operations of FoxFire as of May 1, 1997. As a result of their leadership, FoxFire now offers the full range of sports activities that it had when it first opened in 1994. The exercise and weight facilities open Monday-Saturday at 6:00 A.M. and remain open until 9:00. All equipment is operational. However, for FoxFire to maintain and improve the level of service for which it was designed, your participation is needed. The club staff is currently offering breakfast for those interested in participating in early morning workouts. However, without a larger membership, adding lunch and supper menus will not be possible. Developing a full summer sports program for teens will require a substantial increase in membership within the next two months. The indoor track will need resurfacing within 18 months. FoxFire has the capability of again sponsoring major weekend sports competitions and can begin doing so if our previous members rejoin. These competitions enhance our community as well as provide weekend sports and recreation activities for all levels of members. Providing competitive summer activities for children, ages 9-17 keeps our young people involved in activities that benefit them socially as well as physically. To encourage you to again give FoxFire a try, those of us on the advisory board are offering previous members a special discount for purchasing a one-year membership. Family memberships can also be purchased for only an additional $100/person per year. Please examine the enclosed brochure, which lists all current activities available at FoxFire and the schedules. Then, complete the membership application and return it to us. You will be glad you did! Kevin Richardson Kevin Richardson FoxFire Advisory Board Enclosures: (2) Letter of Reply Situation 6. Ric Evans owns an agricultural equipment business. He has just received an order and a check from Mr. Albert Conally, who wants to replace an irrigation pump. Ric needs to write Mr. Conally and tell him that the pump he has order is being discontinued and replaced by two new pumps, both of which are more expensive but are designed to offer better performance. Ric wants to be sure that Mr. Conally doesnt think that Ric is simply trying to sell him a more expensive pump, when the current model will do the job. Response to Situation 6: In designing this letter, Ric wants to be sure that he does not suggest to Mr. Conally that he is the object of a bait and switch. Thus, Ric opens the letter by telling Mr. Conally that he has the pump and can ship it immediately. However, he wants Mr. Conally to know that several improved models are available and that he may wish to choose one of the new models. Ric then presents the all the information he believes Mr. Conlly will need to make his decision and then invites Mr. Conally to contact him. Ric could call Mr. Conally and talk to him, but in this case a business letter that expresses concern for Mr. Conallys investment and factual information about the alternative pumps makes Mr. Conallys decision easier. _____________________________________________________________________________________ ------------- Gearhart Irrigation Manufacturing & Supply Co. --------------- 19963 Valley Mills Drive Bellmead, TX xxxx 817 569-3766 Hypo Pumps ( (date) Mr. Albert Conally Route 1, Box 616 Crawford, TX xxxxx Dear Mr. Conally: We have received your order and check for $598 as payment for our 15-hp Model XM 21 auxiliary pump. Although we do have several in stock, and we can mail one to your immediately, manufacture of this model has ended. We are holding your check and order until we hear from you regarding the following alternatives. Here is the situation. Purchasers of the 15-hpo model have indicat4ed that the low output of this pump is generally insufficient to run the new drip irrigation systems currently being manufactured. This particular pump is not designed to handle extensive operation of these larger systems. As a result, we have discontinued the model. We have reduced the price to $448 due to out inability to warranty the motor for more than one year or supply replacement parts for more than two years. We now manufacture two larger pumps, a 50-hp model and a 75-hp model. The 50-hp model will power a #70 system. The 75-hp model will power a #90 system. Here is a comparison of these three models.  EMBED Excel.Sheet.5  While we believe that you will be happier with the reliability and efficiency of either of the larger pumps, if you choose to purchase the 15-hp model, we will ship it immediately and refund the $150 difference in price. I am sending brochures on both new motors. Please look them over and call me at our 800 number, extension 145 if you have any questions. As soon as we hear from you, we will ship you the motor of your choice within two working days. Sincerely, Graham M. James Graham M. James Customer Service Instructions Letter Situation 7. Gabrielle Dawson, president of a professional organization, writes the incoming VP to explain how elections for new officers should be conducted. Response to Situation 7: The letter can be used as a reference by Dr. Little as she plans and executes the elections. May 10, 1994 Dr. Sherri Little Department of Rhetoric San Diego State University San Diego, CA Dear Sherri, As we discussed at CCCC in April, the VP of ATTW is responsible for conducting elections. From my experience in conducting the last election, I recommend that you begin this process immediately. The more persistent you are, the more efficient the process. Do as much as you can before faculty leave campus for the summer. Time Table In general, the election process begins during the late spring early summer. Ballots are developed and mailed by mid-September. Ballots should be returned and tabulated by mid-January and the results reported to the vice president. As vice president, you will inform me and then inform each person whose name appeared on the ballot about the results of the election. Election Procedures The following procedures should help you conduct the elections. Ultimately, when the ATTW procedures manual is complete, these will appear in the manual. Until that time, however, each president will be responsible for informing the vice-president of election procedures. Materials Needed Election File--contains ballots of previous elections and names of nominating committees ATTW Directory--names, phone numbers, and email addresses of all members Annual Meeting Agendas--protocols for announcing newly-elected officers Step 1: Creating a Nominating Committee 1. At the annual meeting in April, the president asks the general membership to consider individuals who should be asked to run for the office of Vice-President and Members-At-Large. Members are invited to send the names of individuals to the President.  Sherri Little -2- May 20, 1994 2. The president also organizes a nominating committee. At CCCC, I asked three individuals--Steve Jones, Pam Souther, and Casey Morgan--to serve as the nominating committee. All agreed to serve. Casey Morgan agreed to chair the committee. Note: Former officers of the organization are good choices for the nominating committee. They know what is involved in executing the duties of each office. I attempted to select a nominating committee of individuals from different regions in the US. With that point in mind, you could select four members of the committee, but more than four makes the committee unwieldy. 3. The nominating committee must recommend a minimum of six nominees for three member-at-large positions. Eight nominees will be fine, too. Three Vice-President nominees should be chosen. The chair of the nominating committee should ask each candidate for a one-paragraph (150-word) biographical profile. Step 2: Selecting Nominees for Offices 1. In selecting candidates, you will want to consider several factors: Interest in ATTW and its Activities. Look for people who have shown interest in the organization: attendance at regional and national meetings, people who engage in conversation on the listserv, people who make solid suggestions. Interest in Technical Communication. ATTW needs individuals who are effective spokespersons for technical communication as a field. i.e., individuals who are effective and prolific researchers; people who are in charge of programs; people who are regular presenters at meetings. Record of Dependability. VERY IMPORTANT! Try to determine how reliable an individual is. Stay in touch with the nominating committee. Once you get a list of individuals you are considering, please post the list on the Executive Committee listserv. If any of the potential nominees has a track record of non-performance, this is the time to determine that! Many people are all talk, but slow on performance. Note: Choose the VP very carefully. Sherry, this is the person who will succeed you as president of ATTW. Because the president and vice-president have so much responsibility and because they will need to work as a team, be sure you choose someone with whom you can work and someone who will continue to strengthen the organization. ATTW has very strong individuals in it thirty-year history. Each group of officers must be committed to developing ATTW further. Step 3: Developing the Ballot 1. Be sure to let Casey Morgan know when you want the final list of names. I would suggest that you ask for the list by the second week in September. Contact each individual whose name was submitted by the nominating committee. Be sure that each person has agreed to be nominated and understands what is involved.  Sherri Little -3- May 20, 1994 3. Develop the ballot and a letter that will be sent along with the ballot. 4. Send the ballot and the letter to Dan Jones. He will make copies. Try to get this material sent to Dan no later than the third week in September. Step 4: Monitoring the Election Process Once he has the materials, Dan will duplicate and mail the ballots to the membership. He knows the procedure: each ballot has a self-addressed, stamped return envelope to ensure better response. 2. Dan will want all ballots returned by early January. He will count the ballots and report the results to you. As soon as you have the results, please call--rather than email--each candidate and report the results. Step 5: Preparing for the Annual Meeting 1. Plan to introduce each of the officers at the meeting. After my farewell speech, I will hand the reins of the organization to you. 2. To help prepare for the meeting, discuss your agenda as president with the incoming VP. I would also suggest that you plan an informal gathering of the all the new officers BEFORE the Executive Committee meeting. At the EC, as you are aware, we always have several hours of business to conduct. Meeting with the incoming officers will give you planning time with them. 3. Be prepared to tell the general membership at the annual meeting your goals for the next two years. The newly-elected VP and members-at-large should be allotted time to express their concerns. Usually we allot fifteen minutes for this segment of the annual meeting. Final Thoughts The election process has been developed to attempt to involve a variety of individuals in the election process. The nominating committee should seek involvement of members in the organization who want to become more involved in ATTW. In no sense does the election process seek to exclude individuals other than those who are not interested in technical communication and the development of technical communication as an organization. As you work with the elections, keep notes on ways that the EC can improve the election process. Then add these to the agenda for the 1995 meeting. As always, if you have any questions, please call me. Sincerely, Gabrielle Review of Principles As you plan your letters and reports. . . 10 Questions to Ask Yourself 1. How well do I know this person? 2. How much do they know about the topic discussed in the letter? 3. How will they respond to what I will need to say? In what ways can I use this communication to build rapport for the firm? 4. What exactly am I trying to accomplish with this message? 5. What is their level of knowledge about the engineering concepts discussed? 6. What is their attitude toward me and the firm? 7. What previous business dealings have I/we had with them? 8. How much and what kind of information should I include, based on their profile? 9. How technical can I be in presenting my message? 10. What strategies can I use to make this message easy to read and understand?     GSH, Routine Business Communications-- PAGE 2 PAGE  GSH, Composing Letters, Memoranda, and Email-- PAGE 1 '(+kt~ X c l t v 7 @ b c \ _ w OPYZ[@A{|LM⿻Ⳬ⤻h{ hjhThhT5hh5hThL hT>*h h|qhDZhnr h.95CJh<3hhL h.9hTgh.95CJ hTg5CJ?()* k l t OPZ[lmYZpgd dh$a$gdTg *9*+st:<~GH !ij34tuEFpNOPYZ[uv*0_`uhUhLhT5hLhL5hThTCJOJQJ^JaJhShjhT>*B*phh{ hjhTKp@NOPZ[mn*+34)*<= $dNgd gd >? X Y Z z w!x!!!!!!!!!!!!!! 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